Selection

1
Selection
2
To understand

• Validity and Reliability
• How to systematically select job applicants via
  spreadsheets
• Supervisory and HR roles

3
Validity and reliability

• Exercise.
• Whom pick assistant loan officer
• retail management trainee--unit supervisor

4
validity

• Do the criterion used predict effectiveness?
• Logically and empirically assessed.

5
Reliability

• Is there consistency in the measurement.
• Does the applicant respond consistently to the
  same question (hard to assess except on tests)
  (test retest).
• Do evaluators evaluate responses similarly
  (inter-rater).

6

• Does the applicant respond similar to similar
  types of questions (Lie detection or internal
  consistency)

7

• Example of problems with each.

8
Validity

• Accurately measures what is proported to be
  measured
• Examples to measure willingness to relocate.
• How could you assess?

9
Types

• Content--is what is being measured relevant to
  the job. That is does what is being measured
  appear on the job specification?
• Should you be evaluating team skills if not on
  job specification?

10
Criterion

• Relationship of selection tool, test or item to
  work outcome. Could be retention, job
  performance, peer assessments, team performance,
  etc.
• Often supervisor assessment on PA (do you see
  problems with this????
• Ethics?

11
EEO

• IF Disparate Impact must demonstrate BFOQ or
  business necessity. If can prove that reliable
  and valid, one has evidence of a BFOQ.
• Plaintiff must show other methods are better.

12
Good Management!

• Selection needs to impact the bottom line.

13
Examples

• Handwriting analysis
• Structured interviews
• Numeric responses
• Group vs individual assessments
• Tom Landry and Dallas Cowboys
• GPA?

14
Summary

• Importance of validity and reliability
• Next time apply these terms to selection.

15
Strategic Selection issues

• Most important
• The relative importance of different types of
  fit.
• Once that is done, then tailor selection
  accordingly.
• Valid and reliable assessment methods.

16
Take a look at the book.

• Use the proper tools!
• Biodata (resume or job application).
• Tests
• Interviews
• References

17
Simply look at job requirements.

• How are you going to assess those job
  requirements
• Spread sheet.
• Hand out job description.
• What tools are you going to use to assess these.
  How?
• What types of interview questions are you going
  to use?

18
Dayton Hudsons

• Look at types of fit. Which is most important?
• What attributes PJ
• What attributes PO
• How do they determine.

19
Spreadsheets (see p. 313)

• Position requirements based on types of fit with
  tool to collect information.
• Position requirements by rating scheme for each
  applicant.

20
Tools need to valid.

• Tools need to reliable--applicant responds in a
  consistent manner.

21
Assume

• Position for computer support sales. Diagnose
  software needs of a client. Pre-sales work.
  Entails working closely with a clients hardware
  and software systems. Understanding existing
  software and clients needs.

22
(No Transcript)
23
Whom would you pick and why?

• Does this need a policy?
• What happens if applicant D is a minority.

24
Designing a system

• Pick any job.
• What are applicant attributes needed for PO and
  PJ fit?
• Trainable--if so where?
• Those not trainable indicate how you would
  specifically assess. Types of questions used.

25
Why is this not done more often?

• As supervisors would you do this voluntarily?
• Is either spreadsheet done at your company.
• Are points on any dimension determined at your
  company.

26
How would EEOC respond to bias claims if this is
done?
27
Role of HR Department

• Develop Job analysis and organizational analysis.
• Minimal qualifications
• Often initial screening especially if formal
  search and collecting applications

28
HR Cont

• Testing
• EEO analysis
• Sometimes select semi-finalists
• Should insist on structured processes for
  validity and reliability
• Interviewer training

29
Supervisor

• Whatever HR does not do.
• Usually, interviews
• Decides finalist
• Should plan selection process in detail

30
Legal issues

• Demonstrated reliability
• Demonstrated validity
• Consistent application of tools and processes for
  all positions across all supervisors
  (challenging).
• Centralized vs decentralized hiring

31
Summary on Selection

• Questions
• Selection commonly poorly planned.
• Selection may be most critical decision
  supervisor makes.
• Important valid and and reliable processes and
  minimize intuition.

32
New manager stumbles Case

• Why did Goldstone stumble?
• Which types of fit were most relevant?
• How could an orientation have been developed to
  minimize this? Be creative and think out of the
  typical orientation.

33
Orientation

• Option consider they types of fit and building
  organization competencies.
• Consider Miller
• Consider Quantum.
• Hard to consider Bulwark.
• Spit into Supervisor and HR. What should each do
  for Miller and quantum.
• HR is formal classroom training.
• Supervisor is informalon the job and coaching.

34
Summary

• Selection and Orientation part of the selection
  process. Getting someone to start quickly on the
  job.
• Valid and reliable are so important.

35
Next week

• 86 your appraisal process.
• In writing do you agree or disagree.
• Why?
• ½ page is plenty.
• Who is up next for benchmarking?